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Over the years, Human Resource Management as a discipline has evolved without great levels of integration across different HR functions such as Recruitment and Selection, Training and Development, Performance Management, Compensation Management and Employee Engagement. Organizations which used the narrow and micro functional approach to people management problems in the past have realized the ineffectiveness of such approaches as they have limited ability to provide competitive advantage in isolation. Thus, both scholars and practitioners emphasize on recognizing the importance of establishing greater linkages between the business practices and HR practices which provide sustained competitive advantages to firms. Therefore, the purpose of this course is to provide a distinctive approach to human resource management as a strategic function by highlighting the issues with vertical integration of HR Strategy with Business Strategy as well as the horizontal integration of various HR functions.

2. Student Learning Outcomes

As a result of succeeding in this course, participants will be able to achieve the following the objectives:

· Be able to identify the Non-Strategic HR practices which derive from institutional and political forces within the firm as well as outside the firm and the negative impact of such practices on firm performance.

3. Required Text Books and Reading Material

Text Book: Strategic Human Resource Management by Jeffrey A. Mello. Publishers: Cengage Learning India Pvt. Limited, New Delhi. (JEF)

4. Tentative Session Plan

Session No.	Session Coverage	Readings and Cases
1	Part 1: THE CONTEXT OF STRATEGIC HUMAN RESOURCE MANAGEMENT- An Introduction.	Jeffrey A. Mello- Ch.-1
2	An Investment Perspective of Human Resources Management.	Jeffrey A. Mello- Ch.-1
3	Social Responsibility and Human Resource Management.	Jeffrey A. Mello- Ch.-2
4	Strategic Management.	Jeffrey A. Mello- Ch.-3
5	The Evolving/Strategic Role of Human Resource Management.	Jeffrey A. Mello- Ch.-4
6	Strategic Workforce Planning.	Jeffrey A. Mello- Ch.-5
7	Design and Redesign of Work Systems.	Jeffrey A. Mello- Ch.-6
8	Employment Law.	Jeffrey A. Mello- Ch.-7
9	IMPLEMENTATION OF STRATEGIC HUMAN RESOURCE MANAGEMENT- An Introduction	Jeffrey A. Mello- Ch.-8
10	SHRM & Staffing	Jeffrey A. Mello- Ch.-8
11	SHRM & Training and Development	Jeffrey A. Mello- Ch.-9
12	SHRM & Performance Management and Feedback	Jeffrey A. Mello- Ch.-10
13	SHRM & Compensation	Jeffrey A. Mello- Ch.-11
14	SHRM & Labor Relations.	Jeffrey A. Mello- Ch.-12
15	SHRM & Employee Separation and Retention Management.	Jeffrey A. Mello- Ch.-13
16	SHRM & Global Human Resource Management	Jeffrey A. Mello- Ch.-14
17	Comprehensive Case Analysis	Pre-readings to be provided
18	Comprehensive Case Analysis	Pre-readings to be provided
19	Group Case Review Presentations	Max 15 mins presentation in MS Powerpoint for each group.
20	Group Case Review Presentations	Max 15 mins presentation in MS Powerpoint for each group.

It is not mandatory for students to read the above chapters and readings prior to class. However, a pre-reading will definitely help in better grasp of concepts lectured in class.

5. Evaluation:

Components	Weightage	Description
Class Tutorial Participation	30%	Every student is expected to attend all the classes and participate in the class lectures and tutorial sessions by actively engaging in debate, scenario sharing, anecdote infusions and critical thinking. All participants will be evaluated in all the Tutorial sessions and the final marks in this component will be the average of all the session marks earned by the student. A student missing any particular Tutorial session will be awarded no marks in that particular session only.
Group Case Assignment	30%	Students will be provided with a Case study at the beginning of the course which they need to analyze and provide a written report within 5000 words in soft copy MS Word 2007 format by the deadline provided at the beginning of the first session and email it to sasmit@ximb.ac.in This component will be a group assignment and each group will also be required to make a brief presentation on their case findings to the entire class on the 19th and 20th session of the course. The maximum time allowed will be 15 mins. Marks assigned to the group will be reflected in the grades of every member in that particular group.
End Term Examination	40%	In the same term there will be a terminal examination. This would be Open Book Exam and the students will be allowed to use Laptops/Ipads, reading materials, books etc. Books to be used in the exam hall must be issued from the library before the start of the exam. A comprehensive case study would be provided to the students for the end term exam before 7 days before the date of exam. The exam date will be as per the Dean HRM Office notice.

6. Academic Honesty Policy:

Students subscribing to this course will be bound by the Academic Policy as specified in the Student Manual of MBA-HRM Programme. For all in-class and evaluation purposes, the decision of the course instructor will be binding and final on every student.

Every Student for this course must conduct their studies honestly, ethically and in accordance with generally accepted standards of academic conduct. Any form of academic misconduct is unacceptable. If some students are found to engage deliberately in academic misconduct, with intent to deceive it would be construed as pre-mediated form of cheating and would attract the highest penalty of grade withholding.